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Re-Chartering Enterprise ArchitectureFocusing on Business Outcomes
Cary Brown
Director, Enterprise Architecture
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Molina Healthcare OverviewWhat Molina does and how EA is structured
Approach to Re-Chartering EACompetencies, Goals, and Services
Leveraging Troux EPMStandards, Governance, & Roadmaps
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2
3
Agenda
About Me
3
Bio
Cary Brown – Director, Enterprise Architecture
‣ Professionally active in Healthcare & IT for over 15 years
‣ Worked for Healthcare & IT companies, development,
startups and Fortune 500 organizations.
‣ Focused on Enterprise Architecture for 6 Years
‣ Founding board member of the San Antonio HIMSS
Healthcare IT group focused on providing better health
through Information Technology.
‣ My third Troux Worldwide Conference
linkedin.com/in/carybrown
1.9 million members
1. As of August 1 ‘13, New Mexico membership increased to 172K members due to the acquisition of the Lovelace state contract
2. As of September 1 ’13, Illinois health plan began serving ABD members
3. South Carolina health plan is expected to begin serving South Carolina Medicaid members starting January 1 ‘14, as a result of the South Carolina Solutions asset acquisition
Molina Business SnapshotOur Markets 4Q 2013
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Approach to Re-Chartering EA
Enterprise Architecture Team 1.0
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Operationally focused and very tactical
Previous EA Organization CTO 1.0
‣ Primary Focus on IT
Driven Projects
‣ Services Loosely
Defined
‣ Technically strong
‣ Variety of Architect
roles
Enterprise Architecture Alignment
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How can we align ourselves to better support business outcomes?
Business
Outcomes
Enterprise
Architecture
8
“Everyone has a STRATEGY right up until they get PUNCHED in the FACE”
- Mike Tyson
Re-Chartering Enterprise Architecture
STRATEGY
‣ Define how EA fits within the organization
‣ Identify complementary EA services to meet
business challenges
‣ Organize EA for business engagement
‣ Identify and deliver business outcomes
through Standards, Governance & Roadmaps
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Making EA Stick
Enterprise Architecture Engagement
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Supporting how the business works
Solution
Development
Business
Planning
Operations
Management
Enterprise
Architecture
Portfolio / Project
Management
Business
DirectionArchitectural
Governance
Structured
Direction
Delivers
Runs the
Business
Capability Planning
Project Management
Governance
Open Group Reference: http://pubs.opengroup.org/architecture/togaf9-doc/arch/chap06.html
Defining EA Services
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Discovering Business Challenges
Business
Planning
Operational
Management
Enterprise Architecture
Project Portfolio
Management
Solution
Development
Defining EA Services
12
Discovering Business Challenges
Business
Planning
Operational
Management
Enterprise Architecture
Project Portfolio
Management
Solution
Development
Describe the
business and how
IT aligns
Reigning in costs
of new
technology
across the
enterprise
Knowing when and
how to engage EA
in projects
Too much
distributed
technology in
portfolio
Defining EA Services
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Discovering Business Challenges
Business
Planning
Operational
Management
Enterprise Architecture
Project Portfolio
Management
Solution
Development
Describe the
business and how
IT aligns
Reigning in costs
of new
technology
across the
enterprise
Knowing when and
how to engage EA
in projects
Too much
distributed
technology in
portfolio
Business Outcomes
Reduce Project
Risk
Increased Portfolio
Reuse
Quality
Improvement
Improved Service
Delivery
Enterprise Architecture Services
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Two primary groupings of Enterprise Architecture Services
Overlap• Future State Planning and
Roadmapping
• Governance and Standard
Setting
• Ideation and New Technology
Evaluation.
• Solution Design and
Facilitation
Strategic Tactical
Strategic
ServicesTactical
Services
Enterprise Architecture Services
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Refined list of EA Services and Competencies
Future State
Planning &
Roadmaps
‣ Strategic Planning &
Consulting
‣ Enterprise Planning
‣ Roadmaps
‣ Consulting Services
Governance
and Standard
Setting
‣ Governance
‣ Project
‣ Standards
‣ Architecture
‣ Information
‣ Technology Portfolio
Management
Technology
Evaluations
‣ Architecture
Documentation
‣ Modeling and Design
‣ Project and Initiative
Engagement
Solution
Design &
Facilitation
‣ New Technology
Evaluation
‣ Technology Pilot
Management
‣ Proof of Concept
Management
‣ Procurement
Rationalization
Strategic Tactical
Enterprise Architecture Services
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Refined list of EA Services and Competencies
Future State
Planning &
Roadmaps
‣ Strategic Planning &
Consulting
‣ Enterprise Planning
‣ Roadmaps
‣ Consulting Services
Governance
and Standard
Setting
‣ Governance
‣ Project
‣ Standards
‣ Architecture
‣ Information
‣ Technology Portfolio
Management
Technology
Evaluations
‣ Architecture
Documentation
‣ Modeling and Design
‣ Project and Initiative
Engagement
Solution
Design &
Facilitation
‣ New Technology
Evaluation
‣ Technology Pilot
Management
‣ Proof of Concept
Management
‣ Procurement
Rationalization
Strategic Tactical
Troux
Capability Maps
Custom Roadmaps
Governance &
Rationalization
Roadmaps &
Standards
Standards &
Ref. Architectures
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Organizing Around Business & ITEngaging Business and IT
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%Percentage of technologies in our enterprise portfolio that support the delivery of a given
Business Capability
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82%Percentage of applications in our application portfolio that support the delivery of:
Managed CareFiscal AgentMedicaid Management
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10%Percentage of applications in our enterprise application portfolio that support the delivery of
Corporate Shared Services
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7%Percentage of applications in our application portfolio that support the delivery of
Direct Care Delivery
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96%Percentage of applications in application portfolio that support the delivery of
Managed CareMedicaid ManagementCorporate Shared ServicesDirect Care Delivery
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100%Percentage of all core capabilities depending heavily on the management of information
Information Management
Focus on Core Business Capabilities
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EA positioned to engage the business
1
2
3
4
HealthcareManaged Care
(MCO, MMS)
Direct Care Delivery
(Clinics, Hospital)
ArchitectureStrategy
Standardization
Reference Architectures
Roadmaps
Etc…
CorporateInformation Technology
Human Resources
Finance
Legal
Etc…
InformationAnalytics
Big Data
Data Strategy
Information Management
CorporateInformation Technology
Human Resources
Finance
Legal
Etc…
Common EA
Services
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“To improve is to change; to be perfect is to change often.” - Winston Churchill
Enterprise Architecture Team 2.0
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Re-Org to better facilitate business engagement
EA Organization 2.0
‣ Focus on core
business and
enterprise needs
‣ Enable governance
across enterprise
‣ Opportunity to
educate architects
by cross-training
‣ Enable strategic
collaboration
Corporate
Healthcare
Information
Architecture
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Governance and Standard SettingAlignment with Business Outcomes
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“The real mechanism for corporate governance is the active involvement of the owners.”
― Louis Gerstner
EA Role in Governance
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Yin and Yang… Finding balance
Information
GovernanceArchitecture
Governance
Enterprise Architecture & Governance
Project
Governance
Standards
Governance
Technology
Portfolio
Governance
EA Role in Governance
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How EA Supports Governance
Architecture
Review
Data
Governance
Project
Governance
Standards
Governance
Technology
Portfolio
Governance
EA evaluates
architectural quality
against several
criteria
‣ Business Alignment
‣ Information Capture
‣ Compliance
‣ Interoperability
‣ Standardization
‣ Product Analysis
‣ Integrity and
Availability
‣ Ensures new
technologies are
identified and
hand-off’s exist to
support formal
Data Governance
Initiatives
‣ Support
identification and
alignment of
information
objects (business
focused set of
related data)
within Molina
‣ Support Quarterly
Application
Portfolio Reviews
‣ Review newly
procured software
and establish a
qualified
disposition.
‣ Simplifies IT
investment
decisions
‣ Accelerates
system
implementation
‣ Reduces system
diversity
‣ Participate in
project intake
discussions
‣ Facilitate
discussions
around strategic
projects
‣ Establish EA
engagement in
projects at
different levels:
assurance (low),
consulting
(medium), and
architecture
(high) capacities
as required
‣ Evaluates new
technology
against several
criteria including:
‣ Cost Management
‣ Re-use
‣ Standards
Adherence
‣ Capture lifecycle,
business
alignment,
disposition
information for
new technology
Standards Development
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Stages of Standards Development at Molina
Final
Stage
Stage 3
Stage 1
Stage 2
Establish a normalized application portfolio with
relationships to business capabilities
Establish a disposition for all applications in current
portfolio and create a baseline list of standards to be
validated by owners and SME’s
Integrate review whereby new standards are agreed upon
based from formal submissions and additions via
procurement or Architecture Review Board.
Initiate a Quarterly Review to allow key stakeholders to define
ongoing dispositions of technologies within Molina.
Roadmaps
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Custom Roadmaps v1
‣ Don’t tackle too
much at once
‣ Collaborate with
business
stakeholders
don’t dictate
‣ Find out who
your audience is
for roadmaps
‣ It’s a journey
‣ Don’t be
surprised with
the outcomes
Takeaways
Sample Data
COMPASS
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Roadmaps v2…
‣ Leverage existing
roadmap work
‣ Add additional
elements from
Troux metadata
repository as
they become
ready
‣ Just because you
can show it all
doesn’t mean
you should.
‣ Focus on
Business
Capabilities
Takeaways
Enterprise IT Tools
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Enterprise Tool Relationships
‣ Data exists in
multiple
enterprise
applications
‣ Defining sources
of truth is critical
‣ Let EA be the
unbiased
facilitator of a
common
taxonomy
Takeaways
Roadmaps
Data Governance
ProjectPlanning
TimeTracking
ScheduleManagement
Resource Management
Architecture Governance
Discovery
SoftwareMetering
Investment Planning
Business Strategy
Demand Managment
Scenarios
Future State Architecture
Current State Architecture
TechnologyStandards
Process Analysis
Process Design
ProcessSimulation
Process Execution
Process Monitoring
Budgets
DesignPatterns
Licensing
Incident Management
ChangeManagement
Service LevelManagement
Continual ServiceImprovement
Goal Management
KPI Mngt
ContractManagement
ProcurementManagement
IT Service Costing
Cost Rationalization
Process ChangeManagement
Architecture Modeling
Business Architecture
Service Utilization
Service Demands
Benchmarks
CapabilityMaps
Accounts Payable
Accounts Receivable
Advanced Cost Accounting
Expense Management
Fixed Asset Accounting
General Ledger
Projects
BPM
ITSM
Troux
SW Asset
Mgmt.
IT
Finance
Corporate
Finance
Program
Mgmt.
Making EA Stick
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Overall Takeaways
First
Second
Third
Fourth
Organize your team and deliverables around what benefits the
business not an end state for IT.
Collaborate on developing self-service tools that enable non-
architects to make informed decisions.
You are your biggest advocate. Use the dynamic assets from
Troux to that become a focal point for your business and IT
discussions
Constant Evaluation. A little retrospection goes a long way.Fifth
Fine tune your services and make sure they are
complementary to what the business needs not just IT.
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Thank you.Any questions?